【正文】 tronic Commerce Value? Extend Market Reach? Extend Product or Service Offerings? Create New InformationBased ProductsNew DistributionChannel, Productor ServiceBusiness ModelChangeu Pipeline Velocity (Productivity)u Value Engineering Analysisu Qualityu Cash Flowu Reduction of Inventory u Reduction of Manufacturing and Delivery Cycle Timeu Reduction of Laboru Lower Open A/R DaysOperationalEfficiencyu Number of Trading Partnersu Number of Transactionsu Reduction of Paper Overheadu AccuracyPaperReplacementValueof EC2 Years 5 YearsCOMPLEXITYChannel, Product Or Serviceu Extend Market Reachu Extend Product or Service Offeringsu Create New InformationBased Products新采購管理實務(wù)CAPM_2023九、結(jié)語與討論新采購管理實務(wù)CAPM_2023新競爭趨勢下採購面臨的挑戰(zhàn) SCM及 ERP必要的材料品質(zhì)及 Lead Time sourcing趨勢 → Vendor relationship Cycle Time短縮 → Early Supplier Involvement 5. 『 Changing』 管理 → 從執(zhí)行面轉(zhuǎn)到管理面 → Quick Response Cost Down壓力新采購管理實務(wù)CAPM_202外人脈 → 建立個人與企業(yè)之採購網(wǎng)路 → 展開跨機能活動小組 → 成為企業(yè)顧問師 (Cost、 Quality、 Delivery) ，終身學(xué)習(xí)e 時代的採購重點方向新采購管理實務(wù)CAPM_2023P Paperless thinking e世代的思維R Reliable performance 追求有效成果O Openminded 虛心、坦懷C Changing management 「變」的管理U Usefulness 有效性的管理R Response quickly 快速反應(yīng)能力E eTool 善用資訊科技M Money machine 創(chuàng)造資源利潤E Endless resources 資源的無限化N Network building 建立網(wǎng)路人脈T Threat avoidance 排除生存風(fēng)險採購 /供應(yīng)管理應(yīng)對之道新采購管理實務(wù)CAPM_2023十、附錄新采購管理實務(wù)CAPM_2023中央與地方分工模式DecentralizedSourcingCentralizedSourcingCentralizedSourcingDecentralizedFulfillmentCentralizedFulfillmentDecentralizedFulfillment新采購管理實務(wù)CAPM_2023PRODUCT PORTFOLIOLEVERAGE PRODUCTS STRATEGIC PRODUCTSROUTINE PRODUCTS BOTTLENECK PRODUCTSAlternative sources of supply availableSubstitution possibleCritical for product’s cost priceDependence on supplierLarge product varietyHigh logistics plexityLabor intensiveMonopolistic marketLarge entry barriersCompetitive bidding Performance based partnershipSystems contracting+eCommerce solutionsSecure supply + searchFor alternativesHighHighLowLowSUPPLY RISKIMPACT ON FINANCIAL RESULTS新采購管理實務(wù)CAPM_2023SUPPLIER PORTFOLIOLEVERAGE SUPPLIERS STRATEGIC SUPPLIERSROUTINE SUPPLIERS BOTTLENECK SUPPLIERSMany petitorsCommodity productsMarket leadersSpecific knowhowLarge supplyMany suppliers with dependent positionTechnology leadersFew, if any, alternative suppliersBuyer dominated segmentBalance of power may differ among buyersupplierReduce number of suppliersSupplier dominated segmentHighHighLowLowSUPPLY RISKSUPPLIER IMPACT ON FINANCIAL RESULTS新采購管理實務(wù)CAPM_2023商務(wù)價值鏈與相關(guān)術(shù)語的定義價值鏈管理 （ Value chain management）需求鏈管理 供應(yīng)鏈管理商業(yè)勤務(wù) （ Business logistics）勤務(wù)管理 （ Logistics management）物料管理實物輸配顧客 行銷 製造與勤 務(wù) 採購 第一階供應(yīng)商 第二階供應(yīng)商新采購管理實務(wù)CAPM_2023製造規(guī)劃與管制系統(tǒng)Source: ven Wheele 2023ProductionPlanningMaster ProductionSchedulingMaterial RqmtsPlanningTimedphasedRqmts RecordsMaterial andCapacity PlansPurchasingVendorFollowUp SystemsShopFloorControlResourcePlanningRoughCutCapacity PlanningRoutingfileBills OfMaterialInventoryStatusOrderReleaseDetailedCapacity PlanningDemandManagement新采購管理實務(wù)CAPM_2023供應(yīng)市場與廠商之特性分析KeyMtl Def 材料供不應(yīng)求，造成 Allocation 對不同地區(qū)之 Support Policy不同 Supplier行銷 Channel複雜，商社與工廠溝通不良 Lead Time變化大 Supplier產(chǎn)能利用率高，擴充彈性 Supplier因其上游原料被控制，致 Commitment無效 Supplier材料 Version變動頻繁 日商重視長期關(guān)係 部分美商重視短期利益，會因漲價造成供應(yīng)中斷 Supplier對 Order之 Confirmation週期縮短（如 DRAM，逐月 Confirm） 市場由少數(shù)供應(yīng)商把持 供應(yīng)來源為海外， Lead Time控制較不易 因升值， Local Supplier之價格偏高新采購管理實務(wù)演講完畢，謝謝觀看！